The Customer Knows Best, But Do You Know Your Customer?

Posted on May 22, 2013 by Paul June

Who are your customers? Do you know them, really . . . or do you just think you do.

For most small- to medium-sized businesses, I’m betting on the latter, and here’s why: you would be amazed at how many times I’ve been asked to spearhead a marketing effort, or retool one, without benefit of really knowing who it’s aimed at. For me, that’s like being asked to deliver a rocket to the moon without actually being given the coordinates, figuring aiming it toward outer space is good enough.

Given that kind of scenario, what’s the likelihood of reaching the objective? Nil. The same goes for marketing, especially if you don’t know who you’re talking to.

Marketing is most successful only when it has a specific target.

Let’s look at a hypothetical. You’re a small, homegrown company. You’ve been successful over the years, but recently some competition has moved into your territory. Sales are down; customer loyalty is being tested. You feel uneasy about maintaining marketshare, let alone growing. You know you need to shift gears to remain competitive, so you decide to ratchet up the marketing volume. After all, you know your customers—they’re the same people who’ve been buying from you for 20-plus years—so what more should you need to do other than crank out the same message that’s worked for you in the past?

Well that’s the problem, right there. The past is the past. The status quo is what’s gotten you here, to the point of stagnation, if not loss of marketshare. Doing the “same old, same old” is not likely to change your results.

But don’t take my word for it. The only people who know for sure why they use your product or service, why they chose your product or service in the first place, and the likelihood they will continue to use your product or service, are your customers. You need to ask them. It’s as simple as that. Absent their input, you are only guessing at what you think you know.

Customer wants, needs, and desires change over time, as does the way they learn about, buy, and even use your products or services.

Who’s to say that the makeup of your customers hasn’t changed over the years? Who’s to say you couldn’t gain even more customers if you were to target a slightly different clientele or rework your message or brand?

Again, the only way to know for sure is to ASK.

Ten, 15, or even 20 years ago, gleaning information from your customers was a daunting proposition, often requiring the steadying hand of a market research firm, expensive database purchases, and even more expensive postal or telephone costs. You really needed to be serious about introducing a product or service, or wanting to know the minds and hearts of your customers, to be willing to invest such a large chunk of hard-earned cash.

But something happened in the late 1990s, give or take a few years. The Internet blossomed, the digital age bloomed, and suddenly tools to develop and disseminate surveys, collect, analyze, and report data were readily available and affordable, from online tools, to digital scanners, to automated spreadsheets and tabulators—a true marketers dream come true. (Disclaimer to all you survey purists out there: sure, nothing beats a scientifically designed survey and a pristine, unbiased sampling of your customers, but faced with no data vs. having some data, I’ll take “some” data every time.)

But then something even odder happened . . . and it’s still happening today. Businesses large and small have failed to use these data collection and analysis tools to their full advantage. But why?

For many, they simply don’t understand the power of information. They have failed to grasp the business argument for taking the guesswork out of their marketing moves. Imagine knowing what to say, how to say it, and to whom to address it . . . and all you need to do is ASK your customers.

For others, perhaps they fear customers will become annoyed if asked too many questions (personally, I feel flattered when a company asks my opinion—it shows they care what I think and truly want to be in touch with what customers want).

Still not convinced or motivated?

  • Just take a quick peek at services such as www.surveymoneky.com, www.zoomerang.com, www.surveygizmo.com, or countless other online survey tools. Even list server giants such as Constant Contact have added some surveying functionality to their offerings.
  • If online surveying is not practical for you, for whatever reason, review your company sales data for zip codes or phone information to get a sense of where your customers come from. You might even randomly sample phone numbers and call customers (or pay your team a little overtime to do so), so you can heard straight from them what matters most.
  • And don’t forget other online data tools such as Google Analytics and www.quantcast.com, which aim to measure Web site traffic and demographics.

The point is, nowadays there’s no reason NOT to be collecting some information from your customers. All you need to do is make it a priority . . . and then ASK.

Do you know your customers? If so, how do you gather information?

Share what’s worked (and what hasn’t worked) here.

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The Business Development Balancing Act

Posted on May 14, 2013 by Paul June

In some ways, life is all about balance. Day balances night, the ratio of men to women in the world is roughly 1:1, and when we eat too much or spend too much time in the recliner watching the TV, we try to balance it all out by exercising, eating right, taking walks on the beach or hiking in the mountains.

Balance. Balance. BALANCE.

We even try to balance work versus playtime (and vice versa). In fact, entire books have been written and industries have grown up around the notion of gaining work-life balance. It’s become almost like the search for the Holy Grail (and just as elusive). Find work-life balance and you’ll find peace, harmony, fulfillment . . .

(OK, maybe that’s a bit of an exaggeration, but you get the idea.)

As an entrepreneur, business owner, and a marketing type, I’ve always been fascinated by a particular kind of balance related to work—the balance between the time spent on new business development and the time spent getting client work done. What’s the right formula . . . 50/50? 70/30? Is it different for different people, different industries? Could it differ for you over time?

What do you think? Following is my blog from May 2011 on the subject. Enjoy!

Balancing Business Development with Work for Current Clients

(Originally posted on May 24, 2011)

Ask a business consultant about finding the right balance between time for new business development and getting client work done, and you’ll likely get an earful on time management and setting priorities. Those skills are certainly important, and many of us could use some brushing up from time to time, but chances are if you made it through high school, college, and have held a job or run your own successful business, you’re able to manage your time and set priorities just fine.

What I am talking about is the ability to work smart—the ability to optimize your time, attention, and the efficacy of what you do for current clients—so that you start to “find” time in your days to focus on growing your own business, and to do so without stress and feeling overwhelmed.

It’s easier said than done.

First, what’s the right balance?

“Balance” suggests a 50/50 split, meaning you work half your time on new business and half your time on work for current clients, sort of a “one banana for me, one banana for you” mindset. But is that really balance? It depends. What if your immediate business need is getting some client work done? If so, more than likely you’ll benefit from tipping the scales of balance in that direction, at least for a while.

Your definition of balance will likely differ from mine, and it might change frequently, sometimes from week to week (or even day to day), depending on current business needs. For example, maybe you achieve balance by dedicating 30% of what you do to new business growth and 70% to current client projects, while I’m more of a 60% new business 40% client work sort of guy. Or maybe this is the week you hunker down and get lots of tactical work done, checking item after item off your client “to-do” list. Or maybe this is the week you make that round of cold calls you’ve been putting off, or spend time online doing research, research, research! Or maybe it’s a little bit of both, as you make incremental progress each day. It’s totally up to you and how you work best.

The key to balance (however you define it) is to be flexible and adaptable.

Schedule time on your calendar for each type of activity. Just as you block off time for a client call or to work on a client project, set aside time to pursue new business activities and make it sacred, untouchable. You may not feel the instant gratification of earning a wage as you do so, but trust me, keeping the new client pipeline well-oiled is often times as good as getting paid.

Avoid filling your days with “busy work” and administrative chores that make you feel good (as though you’re making progress) but in reality detract from focus on new business development and delivering results for current clients.

Ideally, you want to avoid those intense periods of overwhelm getting client work done (imagine a hamster and its little metal wheel spinning so fast it’s a blur!) such that you can’t focus on any new business and new leads. Similarly, you want to avoid those times when you are so focused on new business that you stress about paying the bills and keeping current clients happy.

How do you define balance between growth-related activities and getting client work done in your business? Share you stories here.

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Assume at Your Own Risk

Posted on May 9, 2013 by Paul June

Don’t Assume. How many times have we heard someone tell us that, whether it’s at home or on the job? There’s usually a second part to that saying, something about “When you assume, you make a (posterior section) out of you and me.”

Seems like sound advice to me.

To “assume” means to take something for granted without proof. I think we assume because it requires less brainpower for us to assume something versus actually having to go out and substantiate it.

To illustrate, remember those “proofs” in trigonometry class? It was always much easier to look at an object and declare it a triangle or rectangle or whatever, than it was to go through the step-by-step process of actually proving it. Life can be a lot like that. When we’re faced with a particular situation, whether it’s at home or on the job, with a co-worker or a loved one, it’s just easier to “assume” the circumstances, motivations, and likely outcomes of the situation based on life experiences. Why bother go through the trouble of fully understanding a situation, when we can just assume (there’s only so much time in the day, right)?

Problem is, when we assume, we often get it wrong. When we assume, we run the risk of hurting our relationships with others, failing at a task, or simply becoming dysfunctional in our day-to-day dealings.

I’m not suggesting we go to the extremes of not assuming the sun will come up tomorrow, or not assuming that the bridge over the bay that was there yesterday will be there tomorrow, or that the laws of physics that govern our Universe will suddenly go awry. I am suggesting that in those situations where clear understanding and clear communication is critical, that we NEVER assume anything.

  • Do you need to get certain results from an employee or team at work? Don’t assume he or she (or the entire team) shares your vision or understanding of a particular requirement. Communicate what you want done and by when clearly. Ask questions to ensure that you have been heard and understood.
  • Do you always assume the worst from a given situation? Why? What does experience tell you? Have you ever assumed the worst and gotten the worst? For example, do you fret over running out of money? Have you ever run out of money? While the worst sometimes can happen, chances are the outcomes of most situations will never be the worst possible, and all you’ve done is spent a ton of mental and emotional capital worrying unnecessarily. Don’t assume. Rather, look at the situation objectively and reach conclusions based on facts and likely scenarios.
  • Similarly, don’t assume all is fine. Relationships with friends, spouses, and even business colleagues require constant reinforcement. Take nothing for granted. You can’t just toss seed onto the ground and hope it grows into something bountiful. Likewise, relationships need to be cultivated and nurtured so they grow.
  • Do you assume your child knows and remembers all of the household rules, such as curfews, the “do”s and “don’t”s of when friends can (or can’t) come over, chores, and expectations around homework and studying? Again, don’t assume. Make sure your child knows what you expect. Don’t nag, but also don’t be afraid to remind him or her of the rules. Youngsters typically aren’t focused on the house rules, not with texts, Facebook, friends, and their studies to distract them, but they do need their boundaries.
  • Don’t assume your elected representatives at the local, state, or Federal level know how you think or feel about issues. You might be surprised (or not) at how “out of touch” with constituents our officials can sometimes become (sadly, it’s the nature of the beast). So don’t be afraid to contact their offices and tell them how you feel. At the same time, don’t assume your voice doesn’t matter. Sometimes all it takes is a phone call or email to get an official thinking the same way as you.
  • Don’t assume good health, especially as you get older. This, perhaps, is the most important assumption to overcome. Our bodies, minds, and spirits require constant replenishment, even when we look and feel our best. Get enough sleep, eat right, exercise, and don’t forget to build a little “down time” into your busy schedule. Fun is important, not optional.

When we get comfortable with a situation (or even apathetic), we can get complacent or “lazy” or indifferent. We begin to think that because a certain thing has always been a certain way, it will remain that way; we begin to accept that because a relationship with someone has always been a certain way, the relationship will remain that way as well. Don’t assume, not if it’s important to you, your job, a friend, or a loved one. Take the time NOT to take something for granted. Make sure you understand a situation fully and then act if/as necessary. The only thing you can assume is that when you assume all of the time, it will eventually cost you.

How has “assuming” cost you? Share your experiences here.

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Social Media: Here to Stay

Posted on May 1, 2013 by Paul June

Watching the ups and downs of Facebook stock over the last year, got me to thinking, “Maybe this social media thing’s not all it’s cracked up to be.” Add in Apple’s recent tumble from numero uno company in the land, and I really started to wonder if we’ve experienced some sort of social media/technology bubble and are in for a period of deflation.

Nah. Love it or hate it, social media is here to stay. The space may get diluted, over-hyped  maybe even a bit tedious at times—but for pure reach and frequency it’s the place to be if you want to be seen and heard, and it’s the place to be to put your ear to the ground for what friends and colleagues like/dislike, for what’s new, trendy, or cutting edge, and for the latest news on your favorite brands.

I place Apple’s recent malaise in the same category. Sure, some of the mystique departed with the dearly-departed Mr. Jobs, but Apple’s high-flying ways were bound to be clipped back a bit. The smartphone, tablet, and electro-gadget market space is getting mighty crowded these days, and Tim Cook doesn’t seem to have the gravitas of his predecessor, but I ask, if you could get your hands on some Apple stock at a decent discount, you wouldn’t say no, would you?

Following is a blog that’s close to two years old. It focuses on using social media to promote your brand and the personalities behind it (interestingly, Steve Jobs, who was then still with us, is mentioned in it). The topic seemed like great advice back then; it remains so today. Enjoy!

Putting People Behind Your Brand

(Originally posted on May 17, 2011)

Facebook gets the second most online traffic every day, just behind Google. Not too far behind them are other social media giants such as Twitter, LinkedIn, and scores more tailoring to specific audiences and niches.

If that doesn’t get your juices going—if it doesn’t get you thinking your company/brand better jump on the social media bandwagon—it should.

Friends, fans, and followers are tweeting, posting, and connecting about people, places, movies, products, services, things they like, things they don’t like, etc. etc. in ever-increasing numbers. From a marketing perspective, you can’t help but want to be part of the conversation . . . and you can’t afford NOT to be.

One way companies can stand out from the increasingly crowded social media jungle is by giving customers and prospects a flavor of the people behind their brands—from presidents and CEOs, to executives and other senior staff.

If this sounds like a case of trying too hard to connect people and products, think again. Where would Sir Richard Branson and his various Virgin offshoots be absent his efforts to connect personality and corporate branding? What about Steve Jobs and Apple?

Granted, much of their efforts took place prior to the social media explosion, but their success in wedding personal and corporate branding can’t be overstated.

I’m not suggesting every company exec or head honcho has to convey the swagger of Branson or the intellectual “cool” of Jobs, but there is value in letting customers and prospective customers know more about the people behind the products.

Why? Because customers and prospects are more likely to talk about and buy from companies that share their values—and what better way to demonstrate those values than to engage in social media programs built around your executives?

Your customers/prospects will get to see what the people behind your brand look like, hear what they are thinking, and learn what they are doing. In turn, they’ll share this information within their social networks, opening your brand up to their ever-expanding circles of friends, associates, and friends of friends.

TIP#1: In general, content should reflect your company tone and message. The personal stuff can come later—funny, poignant tidbits and insight about your executives, yet consistent with your brand.

TIP#2: Stay on message, but remain flexible enough to reference real-time, relevant events and company news.

TIP#3: Utilize a cross-strategy of pinging/commenting on industry and related blogs. It shows your team is in touch and connected, plus readers of these other blogs might start following you and sharing your messages within their social networks.

TIP #4: Be sure your company Web site is up-to-date and relevant so those who become interested in your brand can go there to learn more about you, buy your product or service, or read your blog.

TIP#5: Play nice with others. Social media sites are not the place to criticize competitors or put down their products. Make it all about you!

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Disconnect Rx

Posted on April 24, 2013 by Paul June

We all need to disconnect at times from the day-to-day challenges of our business and personal lives, whether it’s for a planned vacation, an impromptu walk on a local nature trail or beach, watching your favorite sports team on the flat screen (Go Dodgers!), or simply checking out for a proverbial “mental health day” to do nothing in particular.

Disconnecting helps us recharge mentally, physically, and spiritually.

When is the last time you took a true break from work, or from the grind of everyday life? When is the last time you checked your personal and professional commitments at the door and simply enjoyed the here and now, with no distractions from cell phones, text messages, emails, or the Internet?

I’m not suggesting blowing off work, a school assignment, or your Aunt Millie’s 75th birthday bash just to stay home and play video games or go beach combing. What I am suggesting is building down time into your regular routine, whether daily or weekly. We all need it . . . especially when we feel we can’t take the time because we’re just “so busy.”

My experience has been that many people stay connected all the time because it makes them feel busy, and they equate being busy with being productive or profitable. Well, being busy isn’t the same as being productive or efficient. Often, it’s quite the opposite. Too much of anything is bad, and too much connectivity can leave you frazzled , burned out, and ineffective.

What does not being able to disconnect say about you?

An incessant need to stay connected could mean you are addicted to technology such as the Internet, your mobile device, tablet, PC, Facebook, etc. (it happens, it’s been documented, and it’s real), but it could also mean you have a controlling personality that doesn’t trust others to do the job right at work or even on the home front.

If this is you, think about the message you send to staff, friends, your children, your spouse, and even your customers if you can’t put the technology down for a day or two and let those around you either fly or falter on their own.

Are you really the only one who can do the job? Really? Is there no one you can delegate to so you can disengage, even for a short while?

Failing to delegate early on in a managerial or entrepreneurial career might be a necessity (there isn’t anyone else to delegate to), but long-term inability to delegate is a whole other issue, especially when you have support staff and/or family and friends more than willing and able to step in so you can take a break.

Successful people feel comfortable disconnecting. They learn to delegate early on in their personal lives and their professional lives, trusting that others can (and will) carry on when they are away.

What does not being able to disconnect say about your attitude toward your staff, your family, your friends?

If you don’t think others can take over for you when you’re not around, one of two things is going on:

  • You have an over-inflated sense of how indispensable you are, or
  • You truly have no key staff (or friends or family members) on which you can rely.

The good news, of course, is that either scenario is correctible. And let’s get real: NO ONE is that indispensable. Even the President gets some down time (some more than others!).

Unless you are the only person in the whole world who can do a certain thing, or lives depend on you, what’s the worst that can happen if you disconnect from your phone or email for a day or two (or more)?

I guarantee you the sun will still come up, the world will keep on spinning, and all of “businessdom” will not come to a screeching halt. Might you miss a business opportunity, a chance to network, or some pithy comment from one of your Facebook buds? Sure. But if it’s worthwhile, the opportunity (or one like it) will still be there when you reconnect, and there will be other chances to engage friends and family either in-person or virtually.

Very few things in life actually are “act now or never” sorts of propositions. We like to think they are (it gets the adrenaline flowing) but the reality is, for the majority of us business and homebody types, most things can wait. Of course, if you’re the world’s foremost heart or brain surgeon, you’re playing by a whole different set of rules . . . but even then, you’d have a support team in place—even then you could get away. There is such a thing as contacting you in case of emergency (a real emergency), after all.

So disconnect. Take the time to take some time. Your workers, friends, and family will thank you. YOU will thank you . . . and you just might come to realize that by disconnecting from one thing (technology), you get to connect with other things (nature, family, the here and now).

Disconnect a little bit each day if you can, or pick a day out of the week that’s your down day, and don’t feel guilty. You might just be surprised what you discover about yourself and the world around you.  Hyper-connectivity might make you busier, but it doesn’t make you more effective in business or in life.

How do you disconnect? Share what’s worked or not worked for you here.

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No Time Like the Present: I Think It’s Time We Caught Up!

Posted on April 16, 2013 by Paul June

The life of an entrepreneur is never dull, especially for an entrepreneur looking to make the transition from self-employed back to full-time employment. That would be me. If I’ve piqued your interest, read on about what’s been going on with me personally and professionally over the last few months.

CAREER & WORK

Hard to believe it’s been almost one year since I moved down to San Diego and decided to transition out of Barrel O’Monkeyz to look for full-time employment. For those of you who have HELPed through warm introductions to target companies and words of encouragement, “Thank you!” Your support is nothing short of amazing!

Heads Up Marketer

I am still seeking an executive level marketing and product development role with a market-leading consumer goods company so I can take a brand to the next level through my hands-on approach and creativity.

  • Target Audience: $1M-$100M Consumer Products Companies
  • Target Industries: Action Sports, Recreational Products, Toys and Gifts
  • Target Locations: San Diego, Orange and Los Angeles County

For more information on how you can help, please drop me an email or visit my LinkedIn profile to view my resume. In the meantime, you will still find me working with select clients such as PassBack Football, Impact Power, Vucacious, and more.

FAMILY, FRIENDS & FRED

The holidays are always a tough time of year for me for a variety of reasons, but I must say my family (brothers, sisters, nieces, and nephews) all help me get through it. This year was no different as I found myself lucky enough to spend time with each of them. Everyone is doing REALLY well and our family continues to grow as Jason and Danielle June introduced the newest to the June clan, “Miss Cambria.” Quite amazing!

Paint Ball!

Shortly after the holidays, I decided to throw my own 42nd birthday bash with a little bit of paint balling, which featured 20 people from San Diego to Los Angeles from ages 12 to 60. It was an amazing time to watch friends and family, old-and-new mix it up! I think I still have a welt or two.

Living in San Diego (Encinitas) has been a blast. My roommates, Sam, Logan, and Hudson Ross, are a blast to live with and always lead to a bit of excitement. The 2-1/2 Men & a Princess household also has the added thrill of 3 dogs ruled by his majesty, Fred, who just turned 6 today. He is healthy as can be and still enjoys a good tradeshow, car ride, and throw of the ball.

Dogs Life  Home  Fred in Bed

For those of you that must ask, my back has healed nicely! I still have lingering side effects due to nerve damage, but cannot complain. I definitely feel for Dwight Howard of the Lakers! I am back to all of my normal beat-up-the-body activities, which are followed by more trips to the hot tub and rehab center (LOL – I am definitely feeling my age).

CLUBS & ACTIVITIES

As someone who is a mover and shaker, I have found myself quickly immersed in the San Diego community as I am now on 6 boards of directors and actively working to support their missions:

  1. San Diego Sports Innovators (SDSI): Working with the likes of Bill Walton of the NBA on supporting small businesses within the sporting goods market to find funding.
  2. Huntington’s Disease Society of America (HDSA): Raising funds and educating people about Huntington’s Disease with the spirit of my dear friend, Scott Bradley, in mind.
  3. University of San Diego North County Alumni Association Board: Building and nurturing long lasting relationships within my alma mater through quality networking events and activities.
  4. American Marketing Association (AMA): Promoting the exchange of best practices in marketing and nurturing the growth of the local marketing community.
  5. North County Volleyball (NCV): Providing an avenue for north county San Diego to enjoy in the volleyball experience. Hosted our first tournament in February to raise funds for HDSA called War of the Roses. Good times!
  6. Miss Mission Beach Beauty Pageant (MMB): A feeder event to Miss San Diego County, this event helps raise funds to support disable athletes.
HDSA Gala  War of Roses

These groups have found me working on companies such as Arcade Belts, Dual Snowboards, Good on Ya Bars, Bon Hiver Bindings and more. Let’s just say idle hands are the devils workshop and I am definitely not being idle!

TRAVEL & ENTERTAINMENT

Dallas with Boys  Big Bear Hiking  Brad Paisley

What would a Paul June update be without hearing about adventures in travel and entertainment? I constantly hear from people in my network telling me to keep up the posts so they can live vicariously through me. Rest assured I have heard you loud and clear and will keep up the great content.

Volley Ball

With that said, my adventures are going strong from networking ski trips at Red Mountain Resort in British Columbia (Amplitude) and football games in Texas to Horseback Riding and Brad Paisley concerts in San Diego. The future already holds trips to Catalina, Mexico, Big Bear, Mountains of Central California, and more. I will save some of these details for my next letter or Facebook postings!

UNTIL NEXT TIME

I hope I entertained you and informed you. Keep your eyes on this space for more of my weekly blogs and updates on my various (mis)adventures. May you and your family be well and until next time.  Take care and God bless!

King MonkeyAs always, feel free to give me a shout out anytime. Your comments and support are inspiring. Thank you!

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If You Need Something, Just Ask

Posted on April 10, 2013 by Paul June

I am often surprised when I hear people grumbling how they didn’t get something they wanted, only to find out from them later that they never really asked for it.

  • “I built this new Web site and all I really wanted was for people to contact me for a free consult.” (Well, did you actually ASK people to do that? Did you provide an easy mechanism for that to happen?)
  • “I really wanted this project done by Monday. But now I’m told by my team that I won’t get it until Wednesday morning at the earliest.” (When you requested the work to be done, did you state a deadline or any kind of timeframe requirement?)
  • “My boss asked me to complete this assignment. I thought he needed it, like, yesterday so I spent all weekend working on it. Now he tells me he doesn’t need it until next week. Can you believe that?” (When the assignment was made, did you ask when it was needed?)
  • “I am being asked to do the impossible. I have to write this article in three days and no one has filled me in with any of the particulars about the history or the people involved.” (Cat got your tongue? If you know you don’t have the information you need, why not ask for it?)

These examples might seem extreme, but in my experience, they are quite common. For whatever reasons, people tend NOT to say what they want/need and when they need it. Will asking make them look bad or foolish? Will asking make others uncomfortable? Or are they just fearful of getting an answer they won’t like, such as “I need it before you leave for the day” or “I can’t do it”?

It’s easy to stay quiet. You don’t make waves or ruffle feathers that way, at least to begin with, but eventually, the dangers of not asking catch up to you. Plus “not asking” has a bit of a passive/aggressive feel to me:

  • When you’re asked to do/complete something that’s unrealistic and you don’t push back, are you really just looking for a reason to grumble to others about the request or person making the request?
  • When you ask someone to do something but don’t provide enough information or context or even a deadline, are you really just afraid you’ll hear something you don’t want to hear (such as “It can’t be done”) or worse yet, are you looking for a reason to criticize someone else’s performance or lack thereof?

Asking should be simple . . . and it is. I believe we all perform better and feel better when we know the rules and the expectations. To that end, ask about what you don’t know and ask for what you need. That way both “asker” and “askee” lessen any chance of harboring unrealistic expectations and making unrealistic promises.

Here are some rules of thumb:

  • If you make a request of another person to do something for you (whether it’s business-oriented or a personal request) include a timeframe and be specific. You’re not being aggressive or overbearing if you do. It just makes good sense.
  • If you are on the receiving end of a request or make a commitment to someone else not knowing when it needs to be done—in an hour, this afternoon, next week, or the proverbial “yesterday”—or not knowing all the particulars, shame on you. Don’t say you can do something, knowing that you can’t deliver.
  • If you need more time to do good work, ask for more time. If more time can’t be granted because of a hard-and-fast deadline, suggest alternatives for what can be done NOW, within the timeframe, to satisfy the core requirement, and what can be done longer-term. This way, you satisfy the client/friend/family member’s immediate need while gaining additional time to fulfill the request for the long-term . . . and neither of you gets too stressed out.

These rules of thumb can apply to your personal life as well. Maybe a child, spouse, or friend has asked for something for school, work, or the home that you simply can’t get delivered on time, you don’t have time for, or that’s out of your price range. Are there alternatives that will satisfy the immediate need (“need” in this case is not the same as “want”), while you try to fulfill the want more long-term?

For example, let’s say your 15-year-old niece really wants to go to the mall because she needs to get something for school or the big dance that’s tomorrow, after which she’d really like to get dropped off at a friend’s house or go out to grab a bite (after all, you’re already out, aren’t you?). So she asks you to drive her because Mom and Dad are busy. You, on the other hand, have already made personal commitments to others for that same time period, and frankly it’s lots of driving and lots of gas money, and your niece is not in a position where she can chip in (nor do you feel comfortable asking her).

What are you to do?

Instead of stating a flat-out “No” (which would perturb your niece and make dear-old “Unkie” persona non-grata) and instead of sucking it up with a “Yes” and a smile (which would make you break promises you made to others and stress you/them out), offer your niece an alternative. Maybe you can bring her to the mall. It’s on the way or nearby, plus that’s what she really needs, while the rest (friend’s house and/or food) are really just extras or “wants.” She’ll get something (trip to the mall), you’ll get something (you get to keep your commitments, make your niece happy, plus keep the gas needle off “E”) . . . and it all starts by asking a simple question, “I can’t do all of that, but what if we do this instead?”

What has your experience been when you’ve asked instead of assumed? Conversely, how has NOT asking affected you personally? Professionally? (See how easy it is to ask.)

Share your answers here.

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Revving Up That Resume

Posted on April 3, 2013 by Paul June

Spring has sprung in most parts of the country, unless you live in the seemingly perpetual deep freeze of the upper mid-west or northeast (but even there a robin or two has been sighted and the days are growing longer). This time of year brings back fond memories of the waning days of my college years and the inevitable scramble as students looked to lock up good paying summer jobs, internships, or their first post-graduation positions.

I remember it as a stressful time and a balancing act of sorts between class assignments, campus jobs, and thinking about what comes next after school lets out in May—whether that means a return home to rest, recuperate, and refill the coffers before then next school year begins; or if the time has finally come to venture out solo into the world. I also remember how this was the time of year where resumes got dusted off, polished up, and disseminated to prospective employers.

If you find yourself in that position—whether you’re a student or an executive shifting careers—my blog post from last June, “CAR Stories,” has some good advice on how you can add punch to your resume. Read it and use the guidance in your own job search, or pass this blog along to someone you know could benefit from it.

CAR Stories

(Originally posted on June 26, 2012)

Let’s face it. Most resumes are boring—a laundry list of where you’ve worked, when, and your educational credentials. It’s all important stuff, but just what does it tell a prospective employer about the real you and the attributes you bring to the table?

Absolutely nothing. Zilch. Nada. So you went to an Ivy League college, so you managed your company’s marketing department . . . so what?

Prospective employers want to know about the challenges you’ve faced, the actions you’ve taken to overcome them, and the results you’ve achieved. That’s how they’ll know they want to hire you; that’s how they’ll know you are worth the investment; that’s how they’ll know you will be a productive member of their team, not just another name on the employee roster.

Resumes that use the CAR approach really stand out. CAR stands for (C)hallenge, (A)ctions, (R)esults. Using the CAR approach, candidates tell “stories” about their professional successes, rather than simply listing where and when they’ve worked. It’s a great way to stand out from the crowd and rise above the monkey chatter.

Let’s take a look at a listing from my own resume and compare how it might look using a traditional employment history “listing” method versus the CAR approach:

Example—Employment history “listing” method

VIZION PRODUCTS - Redondo Beach, California (2002-2006)
Founder, President and General Manager
Designer and manufacturer of innovative storage products for the automotive market, acquired by Plasticolor.

Example—Using the CAR method

VIZION PRODUCTS - Redondo Beach, California (2002-2006)
Founder, President and General Manager

  • Launched and built a successful startup company that generated sales of more than $1M leading to acquisition by a major national company.
  • Created and implemented vision and positioning behind company’s products and led successful nationwide product line launch.
  • Managed all operational aspects of the business including marketing strategies, sales, product development, production, licensing, financing, accounting, purchasing, and supply chain. Managed a team of 10 and a $500K budget.

Do you see the difference? My challenge was to build a startup company; my action was to manage all operational aspects of the business; and my results were more than $1 million in sales and acquisition by a major national company.

All things being equal, which approach do you think would make me stand out more in the minds of prospective employers?

Now you might be worried that you don’t have the kinds of results (yet) an employer might find desirable. That’s OK. Partial CAR stories are better than no stories at all. Describing a challenge and your approach for solving it can still provide insight into your skills, your character, and your potential for future success.

For example, all ideology aside, if President Obama were crafting his resume, he could very well describe his challenges as President and the approaches he has taken to-date on a number of issues. As for the results, though, he may either want to shy away from any definitive declarations or suggest that results are still “pending.” Either way, his partial CAR stories would be better than no stories at all.

The CAR approach can also help you energize your thirty-second elevator speech. Rather than simply introducing yourself with “Hi, I’m John Smith. I live in Long Beach and I own a small business,” using the CAR method, you might say, “My name is Paul June. Too many businesses these days are disconnected from the customers they serve and from what will make them successful. I think creativity, fun, and being genuine are the keys to building great customer relationships. As founder of Barrel O’ Monkeyz, it’s my mission to help aspiring companies succeed.”

Even the LA Dodgers success this year can be described using the CAR method: “Manager Don Mattingly has taken a team of underachieving veterans and unproven youngsters (the challenge) and has inspired them through motivational signs such as ‘Players win games; teams win championships’ and banners touting past pennant and world series successes (the action), to achieve the best record in Major League Baseball as midseason approaches (the results).”

The CAR approach can also help you with more aspects of your life than just beefing up your resume. When an issue or problem arises with a relationship or other life challenges, take a moment to consider . . .

  • What is the Challenge you have in front of you?
  • What is the Action you will take to address it?
  • What are the desired Results?

When broken down into these segments, even big challenges can sometimes be made more manageable.

What are some of your CAR stories? How might using the CAR approach have made you stand out more in a job search, or address some other life challenge?

Share your thoughts here.

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Tough Conversations Can Be Difficult—Even Fierce—But They’re Worth It

Posted on March 27, 2013 by Paul June

It’s easy to tell people what they want to hear. After all, politicians do it all the time (sorry, I couldn’t resist!). But what about what people need to hear, whether it’s good news or bad, or something in-between? What about those “tough” conversations, which some might even call “fierce”?

I don’t know anybody who enjoys a tough conversation, whether you’re the originator or the recipient of one. Most of us seem to go out of our way to avoid them. Maybe we’re hoping issues will resolve themselves or simply go away if left alone long enough; maybe we’re embarrassed that circumstances have led us to the point where a “fierce” conversation is necessary; or maybe we’re simply uncomfortable speaking frankly with a friend, loved one, or business associate. We fear we’ll make matters worse or tarnish a relationship that’s important to us  . . . or simply don’t know where (or how) to start.

Of course avoidance never really works. Avoidance tends to make issues fester, expand, and grow far worse than if we had simply addressed them early on, making the inevitable difficult conversation even tougher.

What is a tough conversation?

As with most things, what makes a conversation “tough” or “difficult” is all a matter of perspective. What’s difficult for one person, may not be for another. In general, I define a tough or difficult conversation as any exchange with another person that makes you feel uncomfortable or anxious.

This includes conversations with . . .

  • Your boss, business partner, member of your team, or direct report
  • Your clients, vendors, suppliers, and/or independent contractors
  • Colleagues, competitors, and other business associates
  • Your spouse or significant other
  • A sibling, parent, child, or other family member
  • Friends and neighbors
  •  . . . and even the paperboy or girl!

You get the picture. Difficult or fierce conversations encompass all aspects of our lives. They are not just professional or just personal. They can be both.

For example . . .

  • Maybe you didn’t understand an assignment, or didn’t think your boss explained a project clearly or has reasonable expectations of you.
  • Maybe you delegated work to a direct report and aren’t fully satisfied with results-to-date or the quality of the work.
  • Maybe you feel as though your business partner is trying to do too much (or too little) and you want your partner to stick to what he or she does best.
  • Maybe your child or spouse or friend or family member is engaging in behavior that you find troubling and that you fear will jeopardize your relationship with him or her, or worse his or her well-being.

All of these scenarios (as well as countless others) are ripe for difficult conversations, especially if there are patterns of behavior you’ve been meaning to address. But where do you begin?

  • First, realize that a difficult/fierce conversation is about being upfront and direct about an issue or situation that needs addressing.
  • Invite a friend, loved one, or business associate to have a conversation with you. State the purpose of the conversation, “We need to talk about (the behavior/situation/issue).”
  • Be clear about your purpose for the conversation, “I want to understand (why, what you meant)” or “I want to address (something that happened)” or “I want to clear up a misunderstanding about (an issue or situation or person).”
  • Share how the situation or issue is affecting you or someone else. Be specific about how you or someone close to you has been impacted. Use examples, such as “When you said (this) it made me do/feel (this way)” or “When you (acted this way) it caused me (or someone else) to (do this).”
  • Confirm the other person’s intent relative to the situation or issue, such as, “When you said or did (this), did you mean (for this) to happen? What was your intention?”
  • Make a request to resolve the issue or situation and ask the person to commit to it. For example, “I’m asking that (the behavior/situation) stop. Is this something you can agree to?”

Remember, a difficult conversation is NOT an argument. You’re not trying to prove you’re right and that someone else is wrong, nor are you trying to be confrontational, judgmental, or engage in editorializing. You are simply trying to understand why something happened and say what you need to say and get your point across in a way so that the other person listens.

Bringing key issues to light and addressing misconceptions and misunderstandings early on can help keep everyday issues manageable before they become lingering, long-term distractions. In the long run, having tough conversations actually does the opposite of what we fear the most. They do NOT destroy relationships, rather they build and cement stronger bonds . . . and it all starts with being upfront and genuine. See, that wasn’t so tough now, was it?

For more on this subject, check out Susan Scott’s book, Fierce Conversations.

When is the last time you were upfront and direct about an issue or situation that needed addressing? When is the last time someone was upfront and direct with you? What difficult conversations have you had? Which have you avoided and why?

Share your experiences here.

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You Don’t Have to Do it All . . . and Sometimes You Shouldn’t!

Posted on March 20, 2013 by Paul June

We’d all like to think we’re “Superman” or “Superwoman”—that we can do it all because, up until now, we’ve been able to “do it all” for our businesses and in our personal lives.

I’ve had the good fortune over the years to work with teams of individuals who complimented my own skill set well, making “me” better at what I do and what I offer my clients.

Some recent projects got me to thinking about how, while an independent personality is necessary to be a successful entrepreneur, you also need to be able to let go and let others step in and “do their thing.” The results can be amazing. It’s a win-win-win situation for all: you, the entrepreneur, invariably offer a better product or service (plus maybe even get some sleep!) and others get to show off their talents and different perspectives, which results in satisfied clients and a better business experience all-around.

I was going to blog on this topic this week until I realized, well, I already had! So here, without further ado, is a “classic” from about 12 months ago. Enjoy!

“Know Thy Strengths”

(Posted on March 7, 2012 by Paul June)

Entrepreneurs are quite often the prototypical “last man (or woman) standing.” We’re the first to arrive for work, the last to go home, and we’re never really off the clock. We think we can do it all—from CEO to Sales Director to Marketing Guru to Maintenance Worker—and we often feel we must, either out of financial necessity, sheer determination, or just plain “madness.” After all, this drive to be a one-person know-it-all, do-it-all, and be-it-all is probably what made us successful in the first place!

But will that always be the case? What happens when you discover you can’t possibly do everything you need to run your business and to do it well? What then?

The reality of today’s business world is you can’t possibly do it all yourself and be successful (at least not as successful as you could be or want to be). The world of work has gotten too big, too complex, and too fast-paced for the jacks-of-all-trades among us to truly win big. Sure, you might be able to get by for a short time, but to what end? Eventually, the stress catches up to all of us. You’ll find you’re spending an inordinate amount of time on your weaknesses—jobs or tasks others could do equally as well as you if not better—while those things you’re good at, those things you enjoy doing, suffer. Where’s the sense in that?

It take a team to run a business—even a solo business.

Take this King Monkey, for instance. Even with my diverse background in Business Development, Sales, Marketing, Product Marketing (you name it), I eventually realized I could not do everything myself. There’s only so much time in the day, and there are only so many things I am actually good at and that I like.  (That’s right, just because you’re good at something doesn’t mean you like it. For example, you may be pretty good at math, but do you really like balancing your checkbook or doing your taxes? Some people actually do, and they’re the ones who should be doing it!)

Early in my career, a soon-to-be business partner and I realized neither of us could run the business and be successful on our own, so we decided to operate as a two-person team. I focused on Marketing/Business Development and Sourcing, while my partner ran the business day-to-day and focused on Sales. Long story short, as a team we were more successful than we could have ever hoped being had we tried to do it solo.

  • STEP ONE was to accept that while we had our strengths, we also had weaknesses  . . . and that was OK. We couldn’t be good at everything.
  • STEP TWO was to identify our strengths, determine where the gaps were, and then identify the strengths we needed to find in others to help us.
  • STEP THREE was to surround ourselves with people whose strengths balanced our weaknesses. In the beginning, it was just the two of us, but eventually we built a bigger, high performing team of key staff.

In StrengthsFinder 2.0, author Tom Rath outlines the kind of tool/approach you can use to do just this. StrenghtFinder is an online assessment tool developed by Gallup that debuted back in 2001. It identifies individual strengths so that people can apply them more productively in the work place and at home. Rath explains that “all too often our natural talents go untapped and we spend more time focused on our weaknesses than on our strengths,” which leads to dissatisfaction, stress, and lost productivity both personally and professionally.

What kind of world would we live in if we could do what we do best each day? What might YOUR business look like if you focused on what you like and what you’re good at, while the team around you worked to its strengths, supplementing what you do?

In last week’s blog, I wrote about working smartly, about recognizing not only your limitations but also your strengths and playing to them.

Are you bad with money? Hire someone to keep the books. Do you suffer over writing emails, business letters, presentations, etc.? Hire someone with the gift of the written word? Do you need to boost sales, but just don’t seem to have the time or the knack to concentrate on new business? Consider hiring a sales partner, someone for whom selling is second nature. (Ditto with technology, from your company phones to your personal laptop. Why keep fighting the technology demons when there is sure to be someone with the expertise and the experience to make things right?)

Sure, outsourcing or growing the size of your team costs money—but what’s the cost of lost time and missed opportunities when you try to do it all yourself?

Imagine . . .  a CEO who is actually the CEO, a Marketer who actually markets, a Business Development person who actually grows the business, a Web person who actually optimizes your social media and other online efforts, computers with 100% up-time!

How might you be more successful by knowing your strengths and optimizing them? How might your business benefit from embracing more of a team concept?

Your thoughts (and success stories) are welcome.

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